Owning Your Creative Business With Confidence

I was sitting across from a brand designer last week, discussing her business growth. She’s been operating for nearly five years, has an impressive client list that includes several well-known brands, and commands rates that appropriately reflect her expertise. By any objective standard, she’s running a thriving creative business.

Yet when I asked how she felt about the business side of things, she hesitated before answering, “I still feel like I’m playing at being a business owner. Like I’m waiting for someone to hand me my official business owner card, and it just hasn’t arrived yet.“

That comment stopped me in my tracks because I’ve heard versions of it countless times—from photographers, designers, writers, makers—creative people running legitimate businesses who somehow don’t fully identify as business owners. And I vividly remember feeling exactly the same way myself for years.

There’s this curious gap between what we’re actually doing—running businesses—and how we perceive ourselves. It’s not just about confidence or imposter syndrome, though those certainly play a role. It’s almost as if the terms “entrepreneur” or “business owner” come with a set of expectations that many of us feel we don’t quite match.

The Source of the Disconnect

Part of the challenge is that many of us have very specific mental images of what a “proper” entrepreneur looks like. Perhaps it’s someone in a suit making confident decisions in a glass-walled office. Or a tech founder working with millions in investment. Often, it’s someone intensely focused on growth, scale, and purely commercial aspects of business.

When that’s our reference point, it’s not surprising that creative business owners might feel disconnected from that identity. After all, many of us started our businesses because we love creating things, solving creative problems, or bringing beauty into the world. The business aspect often came second—a necessary framework to support doing the work we love.

Research from the Creative Industries Federation found that creatives—compared to other business owners—are much more likely to identify primarily with what they do rather than with their business role. So a photographer sees herself as a photographer first, business owner second. A designer identifies as a designer first, business owner second. That’s completely natural and makes perfect sense.

But there’s a cost to this disconnect that shows up in subtle yet significant ways:

• We might hesitate to implement proper systems, thinking they’re “too corporate” for our creative work
• We might undercharge because deep down we’re not sure if our creative expertise deserves business-level compensation
• We might avoid important business conversations and setting clear boundaries with clients
• We might put off decisions about growth or investment because they feel somehow at odds with our creative identity

What’s fascinating is that this identity gap isn’t about capability. Most creative entrepreneurs I know are already handling the business side quite competently. They’re managing client relationships, delivering work on time, solving problems, making decisions, handling finances—all necessary business roles. The gap isn’t in what they’re doing; it’s in how they see themselves.

The Creative Advantage in Business

What I think we often miss is that creativity isn’t a disadvantage in business—it’s actually a tremendous advantage.

IBM conducted a global survey of more than 1,500 CEOs and found that creativity was ranked as the number one factor for future business success—above management discipline, integrity, or even vision. McKinsey research has found that companies with strong creative capabilities outperform their peers in key business metrics.

This makes perfect sense when you think about it. Business is fundamentally about solving problems and creating value. And creative thinking—the ability to see possibilities others miss, to connect unexpected dots, to imagine new approaches—is exactly what allows businesses to innovate and stand out.

I saw this clearly in my first business. Where often other floral designers were focused on the traditional aspects of their work, I was thinking about the entire client experience, the emotion we were trying to evoke, and the practical logistics that would make installations work in unique spaces. That creative approach to the whole business—not just the creative output—is partly what led to our most significant growth.

Creative entrepreneurs bring this same advantage to their businesses every day:

• The graphic designer who can visualize solutions before clients even fully understand the problem
• The photographer who intuitively knows how to create images that tell the exact story a brand needs to tell
• The copywriter who finds the perfect words to express complex ideas simply

These aren’t just creative skills—they’re incredible business assets. And they extend beyond the work itself to how creative entrepreneurs approach business challenges:

• Where traditional businesses might see customer problems as complaints to be managed, creative entrepreneurs often see them as design challenges to be solved
• Where conventional businesses might follow established industry pricing models, creative entrepreneurs can design unique value-based approaches that better reflect their particular strengths
• Where traditional marketing relies on standard approaches, creative businesses can build distinctive brands that attract exactly the right clients

The more I work with creative entrepreneurs, the more convinced I become that our creative approaches aren’t something to downplay or separate from our business identities—they’re the very foundation of what makes our businesses valuable and distinctive.

Practical Identity Shifts

If we accept that being a creative entrepreneur is a legitimate and valuable business identity, how do we bridge that gap between what we’re already doing and how we see ourselves? Here are some practical shifts that have helped both me and many creative business owners I’ve worked with:

1. Become intentional about language

Words shape perception—both how others see us and how we see ourselves. Consider the language you use to describe yourself and your work:

• Do you call the people you work with “clients” rather than just “people I work for”?
• Do you refer to your working space as your “studio” or “office” rather than just “my spare room” etc.?
• Do you talk about “my business” rather than “my work”?

This isn’t about pretending or dressing anything up—it’s about being intentional in how we see ourselves and our business. For years, my studio was my kitchen. I ran a very successful design business from it, and then at the end of the day, it became a family space again. I didn’t call it my studio explicitly, but I saw it as a genuine, creative space for my business. I invited people into my work space. It was where ideas were born and designs were created.

These might seem like small distinctions, but they subtly reinforce your identity as a business owner. They help others see you professionally, and perhaps more importantly, they help you see yourself that way too.

2. Create clear boundaries around your work

This doesn’t mean adopting rigid 9-to-5 hours if that doesn’t suit your creative process. But it does mean having some structure that protects your energy, your creativity, and your professionalism.

This might include:

• Setting clear communication expectations with clients
• Having designated working hours (even if they’re unconventional)
• Creating systems for how projects flow from enquiry to completion
• Establishing policies for payment timeframes

These boundaries aren’t about distancing yourself from clients or becoming less accessible. They’re about creating a professional framework that supports your creative work and helps others understand how to work with you effectively.

I remember a previous student, a wonderful illustrator who was constantly interrupted by client calls and messages at all hours. She felt that being instantly responsive was part of giving good service. But this constant availability was disrupting her creative flow and making her feel permanently on-call.

When she implemented simple communication boundaries—explaining to clients that she checked messages at specific times and would respond within 24 hours—not only did her own stress levels decrease dramatically, but her clients actually began to respect her time more. They saw her as more professional, not less. Her clear boundaries communicated that she was running a business, not just available whenever someone needed her.

3. Create simple supportive systems

One reason creative entrepreneurs sometimes shy away from “business systems” is that they can seem complicated and corporate. But effective systems for creative businesses can be simple, flexible, and aligned with how you naturally work.

Starting with just three basic systems can make a huge difference:

1. A clear client onboarding process
2. A consistent way to track projects and deadlines
3. A simple method for following up with past clients

These don’t need to be complex or involve expensive software. They just need to be consistent enough to give you confidence and clarity, helping you move from feeling like you’re constantly improvising to knowing you have reliable processes in place.

4. Set up your workspace intentionally

Our environments significantly impact how we think and feel, and making small changes to your work area can reinforce your business identity in subtle but powerful ways.

This doesn’t mean you need a fancy office—many successful creative businesses operate from kitchen tables or spare bedrooms. But creating even a small designated space that feels professional to you can help bridge that identity gap.

Perhaps it’s as simple as having a dedicated desk that’s only for business work. Or creating a specific spot for client calls where you feel professional and focused. Or displaying your business name in some form in your workspace. These physical reminders help anchor your identity as a business owner in a tangible way.

The Confidence Shift

What I find most powerful about fully stepping into your identity as a creative business owner is the confidence it creates. This isn’t about bravado or pretending to be something you’re not. It’s about genuinely recognizing the legitimate value of what you’re building and what you offer.

This confidence shows up in countless small ways:

• The ease with which you discuss your pricing
• The clarity in your client communications
• The decisiveness in your creative direction
• The boundaries you maintain around your time and energy
• The conviction with which you describe your work

Clients sense this confidence too. They respond to it with greater trust and respect, which in turn creates smoother working relationships and better creative outcomes.

I want to emphasise something important here: it absolutely doesn’t matter how small your business is, where you’re running it from, or how long you’ve been doing it. Whether you’re working from your kitchen table, a spare bedroom, a garage or garden shed—your business is legitimate. Whether you’re just starting out with minimal turnover or you’ve been operating for years without clear systems—you can embrace this identity right now.

I’ve seen incredible businesses run from kitchen tables that outperform others with fancy offices. I’ve worked with creative entrepreneurs in their first year who approach their business more professionally than some who’ve been operating for a decade. The physical location, the revenue level, the years in business—none of these determine whether you’re “really” a business owner. What matters is how you think about what you’re building and the intentional choices you make within it.

Balancing Creative Work with Business Ownership

One of the most common concerns I hear from creative entrepreneurs is that focusing more on the business side will somehow diminish their creative identity or enjoyment of their work. I understand this fear deeply—I’ve felt it myself. But I’ve found the opposite to be true.

When we create clear business foundations, we protect our creativity rather than dilute it. Having systems for the routine aspects of business frees up mental space for creative thinking. Setting professional boundaries creates the time and space we need for deep work. And charging appropriately means we can take on fewer projects and give each one our full creative attention.

I think of it as creating a professional container for your creative work—one that gives your creativity room to flourish while ensuring it’s properly valued and protected. This container doesn’t need to be rigid or conventional. The beauty of running your own creative business is that you get to design this container in a way that works for you. You get to decide what “professional” means in your context, what boundaries make sense for your creative process, what systems support rather than hinder your work.

When creative entrepreneurs fully own their business identity, they often find they enjoy the creative aspects of their work even more. The business side stops feeling like a necessary evil and starts feeling like a supportive framework that protects and enhances their creative practice.

Closing Thoughts

Entrepreneurship looks different for everyone, and that’s not just okay—it’s essential. Your creative approach to business isn’t a liability; it’s an asset that gives you a unique advantage in a world where standing out matters more than ever.

The next time you catch yourself thinking “I don’t feel like a real business owner,” I’d like you to gently challenge that thought. Ask yourself: What would change if I fully accepted that I already am one? How might I show up differently if I embraced my identity as a creative entrepreneur without reservation? What possibilities might open up?

Because the truth is, you’re not playing at being a business owner while waiting for your official business card to arrive. You’re already running a business. You’re already making decisions, solving problems, creating value, and serving clients. And you’re doing it in a way that only you can—with your unique creative perspective and approach.

The world needs more businesses built on creative foundations, not fewer. So perhaps the question isn’t whether you’re a “real” business owner. Perhaps the real question is: how will your creative business change the world in ways that only you can imagine?

I’d love to hear your thoughts about this topic. How do you balance your creative and business identities? What has helped you embrace your role as a creative entrepreneur? Share your experiences with me in the comments below or join the conversation on Instagram.